Toyota (New Zealand) - Agility
The client was a large international automotive manufacturer subsidiary that was failing to hit their internal performance metrics.
We worked with the CEO and senior management team identify and improve the management, responsivity, reporting & methods of working of all operational activities, except client engagements (which was functioning at the desired level).
We reduced office staff, re-designed back-office operations and implemented new client management and financial control systems. More inclusive ways of working were introduced in order to improve internal communication, accountability, workflows and customer centricity.
Company profitability increased by 210% within 12 months & measure improvements were achieved in line with a range of predetermined performance indicators.